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KRI maintenance is carried out at three separate levels based on the resources and capabilities required to carry out maintenance: Organizational, Intermediate, and Depot Levels. Therefore, a solution strategy and maintenance mechanism is needed to deal with these obstacles. This study aims to provide an analysis of determining the depot level maintenance in order to support the readiness of the Marine Operations Command I. This research uses the Analytical Hierarchy Process (AHP) and TOPSIS method approaches. Based on the results of the study, the Criteria for selecting the Security Level showed that these criteria had the highest weight of 0.181 with a consistency ratio (CR) of 0.093. Then the Criteria for the Use of Technology has a weight of 0.158 as the second criteria. Criteria Cost as the third criteria with a weight of 0.131. While the Operational Time Criteria has a weight of 0.061 as the criteria with the lowest weight. Based on the results of research using the Technique for Order Performance by Similarity to Ideal Solution (TOPSIS) method, it can be concluded that the first rank comes from TUX with a weight of 0.772. IBX as the second alternative with a weight of 0.633. KRI SRE as the third alternative with a weight of 0.600. PTX as the fourth alternative with a weight of 0.587. While SSX with a weight of 0.274 as the last alternative because currently (2021) is carrying out maintenance at the depot level. [ABSTRACT FROM AUTHOR]

In the aspect of disaster response, the Indonesian Navy has KRI: dr. Soeharso-990 which has been equipped with medical supplies in carrying out the operation task of disaster response in the regional area. However, as a KRI which is diversified as hospital-aids ship (BRS), KRI: dr. Soeharso-990 still has several obstacles in the implementation of emergency response operations. Based on the current conditions, it needs a training strategy to develop the capability of KRI: dr. Soeharso-990 during a joint emergency response operation. This study aims to provide an alternative formulation of strategy to train the capability development using approach of Strength, Weakness, Opportunity, Threat (SWOT), Interpretative Structural Modeling (ISM), and aspects of Balanced Scorecard (BSC). Based on the results of the SWOT matrix analysis, the SO Strategy consists of 3 (three) strategic steps; ST Strategy consists of 3 (three) strategic steps; WO strategy consists of a strategy step; and WT strategy consists of a strategy step so that all total consists of 8 sub-strategies. Based on the results of the elements' classification in the strategy, it was obtained 5 (five) levels of the hierarchical structure. In this hierarchical structure, it can be seen that sub-strategy of ST-3 and sub-strategy of WO-1 were at level V. Meanwhile, sub strategy of ST-1 and ST-2 were at level IV. Sub-strategy of SO-2, WT-2, SO-1 were at level III, II and I. [ABSTRACT FROM AUTHOR]